Describe at least three groups of users of this system including what kind of data they enter into the system or what kind of information they extract from the system and whether they rely on other people’s data to get information. Give examples of decision making supported by the system for each group of users. If possible illustrate your story with screenshots of the user interface.
Banking is a dominant industry and have multiple users which includes, the administrator, employees, customers, third parties and others. The users considered for the deemed scenario are the administrator, customers and employees.
Data entered in the system
The administrators are those who manages the overall system and makes necessary changes in the data of the customer and employees. They extract as well as enters the data (mostly, of the customers) on the system for the organisational system to work. The talked about data may be personal for legal financial procedure or data provided to the customer by the bank for banking purposes. The administrator also evaluates the data of the employee to monitor their performance.
The customers enter the data (provided to them by the bank such as account number, customer id, PIN and others) into the system to use the banking services. They also extract data of their transactional history and other necessary details.
The employees are the ones who organises and inputs the details of the customers in the system. Hence, they also enter and extracts the data from the system. Additionally, at occasions there is need for alteration of the organisational data and at that scene, the employees do make the necessary alteration by entering or extracting the data from the system.
Decision making Supported by the system:
The decision making is supported by the system as by offering the real-time data, it enables the users of the system to take necessary decision. The decision made on the real-time update enhance the accuracy of the decision.
(Porter’s four Generic Competitive Strategy)
Porter’s four generic competitive strategies to earn a competitive advantage lays base on the factors cost leadership, cost focus, focus and differentiation. These four strategic factor can assist in achieving above-mediocre performance in the industry and in the process achieve competitive advantage. A banking organisation is a financial organisation and deals with the financial asset so, it their responsibility to understand the value of the cost leadership and cost focus to attract more and more customers which will in turn offer them competitive advantage. However, the concept of competitive advantage goes two ways one if differentiation and other is by being cost effective. Generally, the banks follow cost effective method by offering higher interest rates for money deposits and lower interest rates for loans and similar funding. The targeted audience is also a method of earning competitive advantage and can be categorised as focus or industry-wide. The banking sector commonly opts for industry-wide where it offers its services to a large domain od audience from individuals to organisations, government and others unlike focus which is target oriented and focus on a specific target.
(Porter’s Value Chain)
Porter’s Value chain takes consideration of five primary activities of an organisation that includes the inbound logistics, marketing & sales, operations, outbound logistics and the services. Secondary activities such as the HRM (human resource management), procurement, infrastructure, and technological development can also be considered as part of the value chain however, the most significant are the primary. The banking systems supports all the above-stated organisational activity however, the best activity. The reason for quoting the services as the most supported activity by the banking system lays on the fact that with introduction of the e-commerce, the users are preferring online banking more and more due to its comfortability and efficiency and the subject (banking systems) are designed to support services more than any other activity. Another notable fact is that the other primary activities of the banking industry such as inbound and outbound logistics are not of such great vitality to the banking industry as that of its services. The marketing & sales and operations are vital activities of the banking industry however, most of the organisations prefer doing them manually with assistance from the technology and not getting totally dependent on them. Hence, it can be stated that the reason for installing business system in the industry is to support its services and can be used to justify that the banking systems best supports the service activity of Porter’s value chain in banking industry.
(Porter’s five force Model)
Porter’s five force model is a framework to analyse the competition of the business. It consists of the five forces namely; “threats from rivals, threats from new entrants, threats from established rivals, bargaining power of the suppliers and finally, the bargaining power of the customers.”. The paper has considered the whole banking sector and soother sectors are its competitors and analysing based on it the following claims have been made.
The threats from the rival are moderate because banking sector is one of most significant contributor to almost every country’s GDP and it is evident from the fact that banking sector is one of the top two contributor’s to the Australian GDP. The reason for keeping it in the moderate level is because of the entry of e-commerce and crypto currency which are financial service but cannot be counted in banking are offering significant competition to the subject which can also be used to claim that the force of threats from new entrants is strong to the subject. Established rivals are not much of a threat to the banking industry after the arrival of business systems because it is helping the subject to cope up with the changing era and hence has been categorised in weak. The bargaining power of the customer and the suppliers will also be categorised as weak because the services and service charges of banking industry are fixed by the industry itself within the domain offered by the government. Hence, Porter’s five force analysis suggest that the horizontal forces are moderate while the vertical forces are weak against the subject.
(Decision-making and IS):
The managing entities (branch, regional and others) of the banking industry cannot monitor the activity of the employees within the organisations all the time. So it becomes difficult for them to select the level of appraisal that an employee deserves. In the discussed scenario, IS can prove to be of great vitality because it offers HRM (human resource management) and have stored the progress, performance, corporate ethics of each and every employee. Depending on the employee’s performance data provided by the IS system, the senior management can make appropriate appraisal and in cases can also promote, the employee if there is a need of promotion to fill a vacant seat.
The banking organisations is a vast domain and a single industry also have multiple branches at different locations. The IS system keeps track of the performance of the profit with respect to the expected outcome for each branch along with other necessary records. These maintained records assists the governing entities (CEO, MD and similar others) in devising plans and take necessary decisions on the future of each and every branch of the organisation. The deemed examples have shown how, IS assists different levels of an organisation in making a decision based on real-time facts. Hence, in conclusion it can be stated that IS does support decision-making at different levels of an organisation along with the various other benefits it offers.
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